The document outlines the hiring process at Boston University, including recruiting, interviewing, selection, and onboarding. It discusses establishing job competencies, reviewing resumes, preparing behavioral interview questions, evaluating candidates objectively, checking references, making contingent offers, conducting background checks, and preparing new hires for their first day and week on the job. The goal is to hire the best candidates and ensure their successful onboarding and integration into the university.
This document provides an overview of the hiring process at Boston University. It outlines four main stages: recruiting, interviewing, selection, and onboarding. For recruiting, it describes how to post open positions and identify recruitment sources. The interviewing section covers how to establish job competencies, review resumes, conduct behavioral interviews, and structure the interview process. Selection involves evaluating candidates, checking references, making contingent offers, and conducting background checks. Finally, onboarding prepares for orienting new employees through the university and department onboarding programs. The goal is to hire the best candidates and ensure their successful integration and performance at Boston University.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
Workshop 2Interviewing Skills and PreparationPresent.docxdunnramage
Workshop 2
Interviewing Skills and
Preparation
Presentation by
Sarah-Louise
Weller
Date:
w/c 1 Oct 2018
Interviewing Skills
Workshop 2 – Skills and Preparation
Workshops 3 & 4 – Mock interviews
Objectives
1. Explain what are the aims of recruitment
2. Understand how an employer selects an
employee for a role
3. Identify the problems with selection interviews
4. Know how to plan and conduct an interview
5. Describe how to give and receive feedback
Aims of Recruitment
• To obtain a pool of suitable candidates for vacant
posts
• To use a fair process and be able to demonstrate
that the process was fair
• To ensure that all recruitment activities contribute to
the organisational goal and a desirable
organisational image
• To conduct recruitment activities in an efficient and
cost effective manner
(Foot and Hook 2011)
Recruitment Questions
• What is a “suitable candidate”?
• Who decides this?
• How is it decided?
• How do you achieve a fair recruitment
process?
Job Analysis
Assessing or defining the components of the
post:
• Nature of the work performed
• Associated responsibilities and
accountabilities
• Skills and knowledge required
• Working conditions
• Outputs or performance standards expected
(Wilton 2013)
Job Description
Job descriptions relate to the task to be undertaken:
• Job Title
• Location
• Responsible to
• Responsible for
• Main purpose of the job
• Responsibilities/duties
• Working conditions
• Other matters
• Any other duties
(Marchington and Wilkinson 2013)
Person Specification
Person specifications outline the attributes required
for the position, including:
• Knowledge
• Skills – IT, foreign language,
• Previous experience – in a similar role, company
• Qualifications
• Personal qualities – professionalism, creativity etc.
It represents the selection criteria
Example of a Person Specification
Receptionist
Competency Frameworks
• Competency frameworks focus on the behaviours
of job applicants that are required to undertake
the role
• Often generic to an organisation rather than
specific to a job
• Person based rather than job based
• People analysis rather than job analysis
• A competency framework is a structure that sets
out the competencies required by individuals
required by individuals working within the
organisation.
Competency Frameworks
Most commonly sought:
• Communication skills
• People management
• Team skills
• Customer service skills
• Results-orientation
• Problem solving
(CIPD 2014)
Exercise: what competencies are employers looking for?
Work with a partner:
1. Think of a sector you might consider in the future
for a job and/or placement.
2. Think about the kind of roles that might exist.
3. Now add in the attributes or competencies that
you would expect to be important in these jobs.
4. Consider how you would evidence that attribute
or competency
Your list might look a bit like this…….
The document provides an overview of the employee recruitment and selection process, including the typical steps an applicant goes through. It discusses recruitment methods like internal postings, referrals, and advertisements. It also examines selection tools such as application forms, interviews, tests, and assessment centers. The purpose is to understand how organizations attract and evaluate candidates for jobs.
The document provides an overview of the employee recruitment and selection process, including the typical steps an applicant goes through. It discusses recruitment methods like internal postings, referrals, and advertisements. It also examines selection tools such as application forms, interviews, tests, and assessment centers. The purpose is to understand how organizations attract and evaluate candidates for jobs.
This 3-day training program provides skills for successful job interviews, including preparing for interviews, crafting cover letters and CVs, demonstrating competencies, and practicing interview techniques. The training covers competency-based interviewing methods that assess skills through structured behavioral questions. Participants engage in role plays and learn to formulate examples using the STAR method in response to competency-based interview questions. The goal is to help candidates understand how to optimize their performance and impact during job interviews.
This document provides an overview of the hiring process at Boston University. It outlines four main stages: recruiting, interviewing, selection, and onboarding. For recruiting, it describes how to post open positions and identify recruitment sources. The interviewing section covers how to establish job competencies, review resumes, conduct behavioral interviews, and structure the interview process. Selection involves evaluating candidates, checking references, making contingent offers, and conducting background checks. Finally, onboarding prepares for orienting new employees through the university and department onboarding programs. The goal is to hire the best candidates and ensure their successful integration and performance at Boston University.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
Workshop 2Interviewing Skills and PreparationPresent.docxdunnramage
Workshop 2
Interviewing Skills and
Preparation
Presentation by
Sarah-Louise
Weller
Date:
w/c 1 Oct 2018
Interviewing Skills
Workshop 2 – Skills and Preparation
Workshops 3 & 4 – Mock interviews
Objectives
1. Explain what are the aims of recruitment
2. Understand how an employer selects an
employee for a role
3. Identify the problems with selection interviews
4. Know how to plan and conduct an interview
5. Describe how to give and receive feedback
Aims of Recruitment
• To obtain a pool of suitable candidates for vacant
posts
• To use a fair process and be able to demonstrate
that the process was fair
• To ensure that all recruitment activities contribute to
the organisational goal and a desirable
organisational image
• To conduct recruitment activities in an efficient and
cost effective manner
(Foot and Hook 2011)
Recruitment Questions
• What is a “suitable candidate”?
• Who decides this?
• How is it decided?
• How do you achieve a fair recruitment
process?
Job Analysis
Assessing or defining the components of the
post:
• Nature of the work performed
• Associated responsibilities and
accountabilities
• Skills and knowledge required
• Working conditions
• Outputs or performance standards expected
(Wilton 2013)
Job Description
Job descriptions relate to the task to be undertaken:
• Job Title
• Location
• Responsible to
• Responsible for
• Main purpose of the job
• Responsibilities/duties
• Working conditions
• Other matters
• Any other duties
(Marchington and Wilkinson 2013)
Person Specification
Person specifications outline the attributes required
for the position, including:
• Knowledge
• Skills – IT, foreign language,
• Previous experience – in a similar role, company
• Qualifications
• Personal qualities – professionalism, creativity etc.
It represents the selection criteria
Example of a Person Specification
Receptionist
Competency Frameworks
• Competency frameworks focus on the behaviours
of job applicants that are required to undertake
the role
• Often generic to an organisation rather than
specific to a job
• Person based rather than job based
• People analysis rather than job analysis
• A competency framework is a structure that sets
out the competencies required by individuals
required by individuals working within the
organisation.
Competency Frameworks
Most commonly sought:
• Communication skills
• People management
• Team skills
• Customer service skills
• Results-orientation
• Problem solving
(CIPD 2014)
Exercise: what competencies are employers looking for?
Work with a partner:
1. Think of a sector you might consider in the future
for a job and/or placement.
2. Think about the kind of roles that might exist.
3. Now add in the attributes or competencies that
you would expect to be important in these jobs.
4. Consider how you would evidence that attribute
or competency
Your list might look a bit like this…….
The document provides an overview of the employee recruitment and selection process, including the typical steps an applicant goes through. It discusses recruitment methods like internal postings, referrals, and advertisements. It also examines selection tools such as application forms, interviews, tests, and assessment centers. The purpose is to understand how organizations attract and evaluate candidates for jobs.
The document provides an overview of the employee recruitment and selection process, including the typical steps an applicant goes through. It discusses recruitment methods like internal postings, referrals, and advertisements. It also examines selection tools such as application forms, interviews, tests, and assessment centers. The purpose is to understand how organizations attract and evaluate candidates for jobs.
This 3-day training program provides skills for successful job interviews, including preparing for interviews, crafting cover letters and CVs, demonstrating competencies, and practicing interview techniques. The training covers competency-based interviewing methods that assess skills through structured behavioral questions. Participants engage in role plays and learn to formulate examples using the STAR method in response to competency-based interview questions. The goal is to help candidates understand how to optimize their performance and impact during job interviews.
This document discusses career planning and succession planning. It provides details on the employee career planning process, which involves self-assessment, managerial assessment, information evaluation, and creating a plan. It also discusses what employees and managers can do to support career planning. For succession planning, it identifies the need to ensure critical skills and knowledge are maintained when employees leave key roles. The steps of succession planning include identifying critical positions and their competencies, identifying management strategies, documenting and implementing plans, and evaluating effectiveness.
The document discusses the key components of human resource management including human resource planning, recruitment and selection, orientation, training, performance management, and compensation and benefits. It provides details on the processes involved in each component and their objectives. For example, it explains that human resource planning ensures future personnel needs are met, recruitment develops a pool of qualified candidates, and orientation socializes new employees to help them adjust.
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
Nonprofit Recruitment for Organizational SuccessMarina Dawson
This webinar, presented by HR specialist Veronica Utton, outlines how to create a recruitment strategy; what traditional and non-traditional recruitment tools are available; the best way to create candidate short-lists; and planning for future stages of the recruitment process including interviewing, hiring and orientation. The information presented is specific to the nonprofit sector.
To view the full one-hour webinar, including audio, visit: https://charityvillage.com/elearning/webinars/past-webinars/nonprofit-recruitment-for-organizational-success.aspx.
This document provides an overview of human resource management training. It includes an agenda covering HR management, planning, recruitment, selection, training and development, and performance management. There are sections on manpower planning, recruitment techniques and sources, selection tests including cognitive ability tests and interviews, training needs analysis, competency assessment, and performance appraisal. Diagrams illustrate the HR management cycle and how HR strategy links to business strategy and results. Evaluation of training and addressing bias in performance appraisal are also discussed. The document aims to provide fundamental information on key areas of HR management.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
The document outlines the agenda for a learning collaborative session, including discussing health center highlights, priorities, and accomplishments. It also covers the interview and selection process, providing templates and guidance for recruiting candidates, conducting interviews, and selecting residents. The session aims to help participants organize their curriculum and develop structured interview protocols.
This document provides an overview of recruitment and selection concepts and processes. It begins with objectives and definitions of key terms like manpower planning, recruitment, selection, and placement. It then covers topics like developing job descriptions, analyzing jobs, determining recruitment strategies and methods. The document discusses selection processes like application screening, testing, interviews and reference checks. It also addresses onboarding topics like induction, orientation and placement. Finally, it discusses new trends in recruitment like headhunting and challenges in talent management. The overall purpose is to introduce concepts and best practices for building an effective recruitment and selection system.
The document outlines the agenda for a learning collaborative session, including discussing health center highlights, priorities, and accomplishments. It also reviews the interview and selection process, including the responsibilities of the selection committee, training interviewers, and organizing an interview schedule. The next session agenda is provided which will focus on evaluating learners and the interviewing and selection process.
This document discusses career development in organizations. It describes the stages of career development as preparation for work, organizational entry, early career, mid career, and late career. It also outlines specific career development activities like career counseling, career pathing, training, and promotions. Some hurdles to proper implementation are lack of visibility, short-term loyalty, and tight deadlines. Critical factors for success include good organization, support, transparency, communication, and managing expectations.
The document discusses various aspects of human resource management including HR planning, recruitment, selection, performance appraisal, organizational change, and conflict management. It provides details on each topic such as the steps in recruitment and selection processes, types of performance appraisal techniques and tools, forces for and resistance to organizational change, Lewin's three-step model of change, and sources and methods for managing conflicts. Overall, the document offers an overview of key human resource management functions and processes within organizations.
Staffing involves placing the right people in the right jobs through recruitment, selection, training, and development processes. It is important for organizational success as it helps ensure proficient personnel, higher performance by matching skills to roles, continuous growth, optimal resource utilization, and goal achievement. Effective staffing processes include estimating needs, attracting qualified candidates from internal and external sources, evaluating applicants through tests and interviews, onboarding new hires, and ongoing performance management.
How do you create the people that must lead after you are gone? How do you prepare subordinates for advancement? How can you insure that you have the depth of personnel you need for the future? This course is focused on developing talent and not hiring talent. If you want to learn how to develop good people, then this class will help you learn the skills needed.
This document provides an overview of HR management practices including recruitment and selection. It discusses the purpose of HR functions in supporting organizational goals by hiring, retaining and developing talent. It then covers various HR processes like job analysis, recruitment methods, interview types, performance management and training. For recruitment, it explains developing job descriptions, attracting candidates, screening applications, interviewing and selecting candidates. For training, it outlines using the ADDIE model to analyze needs, design programs, develop materials, implement training and evaluate effectiveness. The presentation aims to help attendees learn how to recruit and develop top talent for an organization.
Training needs analysis, skills auditing and training roi presentation 31 aug...Charles Cotter, PhD
This document discusses training needs analysis, skills auditing, and training return on investment. It provides an overview of the training process and cycle, including training needs analysis, skills auditing, workplace skills plans, and evaluating training return on investment. It describes a 6-step process for conducting a training needs analysis involving situational analysis, envisioning desired outcomes, identifying data collection methods, collecting data, sharing findings, and developing an implementation plan. Best practices for skills auditing are outlined, including using job analyses and developing performance standards. The skills auditing process involves determining skills requirements, auditing actual skills, and identifying development needs.
The document discusses the importance of recruitment and selection for organizations and outlines the key processes involved, including identifying hiring needs, creating recruitment plans, screening applications, conducting interviews and assessments, checking references, and making job offers. It also provides examples of recruitment methods, types of interviews and selection tests, and discusses how to evaluate the effectiveness of a recruitment and selection program.
This document provides an overview of talent planning and deployment. It discusses strategic talent planning and identifies workforce planning as a systematic process for identifying gaps between today's workforce and tomorrow's workforce. The document outlines the key steps in workforce planning, including defining the future needs of the organization, analyzing the current workforce, identifying gaps, and monitoring and revising the plan. It also discusses using tools like SWOT analysis, opportunity matrices, and threat matrices to aid in talent planning.
Evaluate the Effectiveness of Your Online Learning & Training ProgramsNimritta Parmar
The ability to measure the effectiveness of your organization’s training and development programs is critical to ensure your learning strategy is aligned to your desired business outcomes. However, having a system in place to accurately measure the impact of your learning programs can often be a complex challenge — One that organizations struggle with the most.
Join this webinar to discover how to enhance employee performance and prove the value of your learning investments, by implementing simple and effective strategies for measuring the impact of your online training programs.
Watch the presentation to learn:
- Common issues and challenges with measuring learning outcomes
- How to align learning outcomes to business objectives
- Best practices for evaluating the effectiveness of your training programs
- How to analyze and interpret learning data to understand the impact of individual learning, and performance
- How to leverage these insights to improve training programs, and enable the organization to make better informed decisions about learning
Introduction to organization, Purpose, Importancebobo-gogo
The document provides an introduction to organizations. It defines an organization as a group of people working together towards a common goal, ranging from multinational corporations to non-profits. Organizations are important as they help navigate uncertain environments, create value through economies of scale and specialization, and provide structure. Organizations create value by transforming inputs like resources, skills and ideas into outputs like products and services through production processes. They continuously adapt and manage their environments to sustain value creation over time.
Lec Conflict, Cooperation and Negotiation.pptbobo-gogo
This document discusses conflict, negotiation, and collaboration. It defines conflict as disagreements that cause feelings of adversity. The conflict process involves five stages: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Conflict can be functional and improve group performance or dysfunctional and hinder it. Negotiation is a process where parties try to reach agreement despite disagreement. It discusses distributive and integrative bargaining approaches. The document also outlines conflict resolution and stimulation techniques as well as the roles of third parties in negotiations.
This document discusses career planning and succession planning. It provides details on the employee career planning process, which involves self-assessment, managerial assessment, information evaluation, and creating a plan. It also discusses what employees and managers can do to support career planning. For succession planning, it identifies the need to ensure critical skills and knowledge are maintained when employees leave key roles. The steps of succession planning include identifying critical positions and their competencies, identifying management strategies, documenting and implementing plans, and evaluating effectiveness.
The document discusses the key components of human resource management including human resource planning, recruitment and selection, orientation, training, performance management, and compensation and benefits. It provides details on the processes involved in each component and their objectives. For example, it explains that human resource planning ensures future personnel needs are met, recruitment develops a pool of qualified candidates, and orientation socializes new employees to help them adjust.
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
Nonprofit Recruitment for Organizational SuccessMarina Dawson
This webinar, presented by HR specialist Veronica Utton, outlines how to create a recruitment strategy; what traditional and non-traditional recruitment tools are available; the best way to create candidate short-lists; and planning for future stages of the recruitment process including interviewing, hiring and orientation. The information presented is specific to the nonprofit sector.
To view the full one-hour webinar, including audio, visit: https://charityvillage.com/elearning/webinars/past-webinars/nonprofit-recruitment-for-organizational-success.aspx.
This document provides an overview of human resource management training. It includes an agenda covering HR management, planning, recruitment, selection, training and development, and performance management. There are sections on manpower planning, recruitment techniques and sources, selection tests including cognitive ability tests and interviews, training needs analysis, competency assessment, and performance appraisal. Diagrams illustrate the HR management cycle and how HR strategy links to business strategy and results. Evaluation of training and addressing bias in performance appraisal are also discussed. The document aims to provide fundamental information on key areas of HR management.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
The document outlines the agenda for a learning collaborative session, including discussing health center highlights, priorities, and accomplishments. It also covers the interview and selection process, providing templates and guidance for recruiting candidates, conducting interviews, and selecting residents. The session aims to help participants organize their curriculum and develop structured interview protocols.
This document provides an overview of recruitment and selection concepts and processes. It begins with objectives and definitions of key terms like manpower planning, recruitment, selection, and placement. It then covers topics like developing job descriptions, analyzing jobs, determining recruitment strategies and methods. The document discusses selection processes like application screening, testing, interviews and reference checks. It also addresses onboarding topics like induction, orientation and placement. Finally, it discusses new trends in recruitment like headhunting and challenges in talent management. The overall purpose is to introduce concepts and best practices for building an effective recruitment and selection system.
The document outlines the agenda for a learning collaborative session, including discussing health center highlights, priorities, and accomplishments. It also reviews the interview and selection process, including the responsibilities of the selection committee, training interviewers, and organizing an interview schedule. The next session agenda is provided which will focus on evaluating learners and the interviewing and selection process.
This document discusses career development in organizations. It describes the stages of career development as preparation for work, organizational entry, early career, mid career, and late career. It also outlines specific career development activities like career counseling, career pathing, training, and promotions. Some hurdles to proper implementation are lack of visibility, short-term loyalty, and tight deadlines. Critical factors for success include good organization, support, transparency, communication, and managing expectations.
The document discusses various aspects of human resource management including HR planning, recruitment, selection, performance appraisal, organizational change, and conflict management. It provides details on each topic such as the steps in recruitment and selection processes, types of performance appraisal techniques and tools, forces for and resistance to organizational change, Lewin's three-step model of change, and sources and methods for managing conflicts. Overall, the document offers an overview of key human resource management functions and processes within organizations.
Staffing involves placing the right people in the right jobs through recruitment, selection, training, and development processes. It is important for organizational success as it helps ensure proficient personnel, higher performance by matching skills to roles, continuous growth, optimal resource utilization, and goal achievement. Effective staffing processes include estimating needs, attracting qualified candidates from internal and external sources, evaluating applicants through tests and interviews, onboarding new hires, and ongoing performance management.
How do you create the people that must lead after you are gone? How do you prepare subordinates for advancement? How can you insure that you have the depth of personnel you need for the future? This course is focused on developing talent and not hiring talent. If you want to learn how to develop good people, then this class will help you learn the skills needed.
This document provides an overview of HR management practices including recruitment and selection. It discusses the purpose of HR functions in supporting organizational goals by hiring, retaining and developing talent. It then covers various HR processes like job analysis, recruitment methods, interview types, performance management and training. For recruitment, it explains developing job descriptions, attracting candidates, screening applications, interviewing and selecting candidates. For training, it outlines using the ADDIE model to analyze needs, design programs, develop materials, implement training and evaluate effectiveness. The presentation aims to help attendees learn how to recruit and develop top talent for an organization.
Training needs analysis, skills auditing and training roi presentation 31 aug...Charles Cotter, PhD
This document discusses training needs analysis, skills auditing, and training return on investment. It provides an overview of the training process and cycle, including training needs analysis, skills auditing, workplace skills plans, and evaluating training return on investment. It describes a 6-step process for conducting a training needs analysis involving situational analysis, envisioning desired outcomes, identifying data collection methods, collecting data, sharing findings, and developing an implementation plan. Best practices for skills auditing are outlined, including using job analyses and developing performance standards. The skills auditing process involves determining skills requirements, auditing actual skills, and identifying development needs.
The document discusses the importance of recruitment and selection for organizations and outlines the key processes involved, including identifying hiring needs, creating recruitment plans, screening applications, conducting interviews and assessments, checking references, and making job offers. It also provides examples of recruitment methods, types of interviews and selection tests, and discusses how to evaluate the effectiveness of a recruitment and selection program.
This document provides an overview of talent planning and deployment. It discusses strategic talent planning and identifies workforce planning as a systematic process for identifying gaps between today's workforce and tomorrow's workforce. The document outlines the key steps in workforce planning, including defining the future needs of the organization, analyzing the current workforce, identifying gaps, and monitoring and revising the plan. It also discusses using tools like SWOT analysis, opportunity matrices, and threat matrices to aid in talent planning.
Evaluate the Effectiveness of Your Online Learning & Training ProgramsNimritta Parmar
The ability to measure the effectiveness of your organization’s training and development programs is critical to ensure your learning strategy is aligned to your desired business outcomes. However, having a system in place to accurately measure the impact of your learning programs can often be a complex challenge — One that organizations struggle with the most.
Join this webinar to discover how to enhance employee performance and prove the value of your learning investments, by implementing simple and effective strategies for measuring the impact of your online training programs.
Watch the presentation to learn:
- Common issues and challenges with measuring learning outcomes
- How to align learning outcomes to business objectives
- Best practices for evaluating the effectiveness of your training programs
- How to analyze and interpret learning data to understand the impact of individual learning, and performance
- How to leverage these insights to improve training programs, and enable the organization to make better informed decisions about learning
Introduction to organization, Purpose, Importancebobo-gogo
The document provides an introduction to organizations. It defines an organization as a group of people working together towards a common goal, ranging from multinational corporations to non-profits. Organizations are important as they help navigate uncertain environments, create value through economies of scale and specialization, and provide structure. Organizations create value by transforming inputs like resources, skills and ideas into outputs like products and services through production processes. They continuously adapt and manage their environments to sustain value creation over time.
Lec Conflict, Cooperation and Negotiation.pptbobo-gogo
This document discusses conflict, negotiation, and collaboration. It defines conflict as disagreements that cause feelings of adversity. The conflict process involves five stages: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Conflict can be functional and improve group performance or dysfunctional and hinder it. Negotiation is a process where parties try to reach agreement despite disagreement. It discusses distributive and integrative bargaining approaches. The document also outlines conflict resolution and stimulation techniques as well as the roles of third parties in negotiations.
Conflict arises when the needs of individuals or groups are incompatible. It can occur between individuals, within groups, or between groups. Symptoms of unresolved conflict include tensions, decreased productivity, and low morale. While conflict is sometimes seen as negative, it is a natural and inevitable result of human interaction. If managed constructively through collaboration or compromise, conflict has the potential to stimulate creativity, clarify views, and enable positive social change. However, if left unaddressed it can damage relationships, polarize opinions, and reduce cooperation. The optimal level of conflict for group productivity is moderate rather than no conflict or too much conflict.
The document provides information on anger management and time management. It discusses what anger is, common signs and symptoms of anger, triggers of anger, thoughts that can lead to anger, and how to act when angry. It also discusses benefits of managing anger through relaxation techniques and using anger productively. The document also discusses the uniqueness of time, benefits of time management, common obstacles to effective time management, setting goals, and getting started with time management through to-do lists and not giving up.
What changes in employment relationships are likely
to occur as the population ages?
2. Do you think increasing age diversity will create new
challenges for managers? What types of challenges do
you expect will be most profound?
3. How can organizations cope with differences related
to age discrimination in the workplace?
What changes in employment relationships are likely
to occur as the population ages?
2. Do you think increasing age diversity will create new
challenges for managers? What types of challenges do
you expect will be most profound?
3. How can organizations cope with differences related
to age discrimination in the workplace?
This document discusses organizational conflict and its causes. It defines conflict as occurring between two groups that perceive some incompatibility and interact in a way that one group feels negatively affected by the other. Common causes of conflict in organizations include misunderstandings, personality clashes, competition over resources, disagreements over authority or methods. The document also describes functional conflict as furthering organizational goals, while dysfunctional conflict blocks goals. It outlines different levels and types of conflict within and between individuals, groups, and organizations. Finally, it discusses five approaches to managing conflict: avoidance, competition, accommodation, compromise, and collaboration.
This document is an introductory chapter on organizational behavior. It discusses key topics like what organizational behavior is, how we learn about it, the nature of organizations and managerial work, and how ethics influences behavior. Specifically, it defines organizational behavior as the study of individuals and groups in organizations. It notes the importance of diversity, learning, and scientific foundations. It describes organizations as systems transforming inputs to outputs. It outlines managerial roles like planning, organizing, and leading, as well as important skills. Finally, it discusses ethical dilemmas, social responsibility, and work-life balance.
Human resource planning (HRP) involves systematically reviewing an organization's human resource needs to ensure the right number and skills of employees are available when needed. The HRP process includes forecasting future demand and supply of labor, identifying potential surpluses or shortages, and developing programs to address them. An effective HRP process links HR strategies to organizational objectives and business strategies. It helps organizations meet their goals through optimal staffing levels while controlling HR costs.
The document discusses emotions and emotional intelligence. It defines emotions as intense feelings directed at someone or something, while moods are less intense feelings that lack a contextual stimulus. Emotions have three components - conscious experience, expressions, and physiological arousal. Both positive emotions like hope and confidence, and negative emotions like exhaustion and panic are described. Emotional intelligence is defined as the ability to identify, assess and control one's own emotions and those of others and groups. It has four components - self awareness, self management, social awareness, and relationship management. The document outlines advantages of emotional intelligence like greater productivity, improved performance, and better employee retention.
Communication is the exchange of thoughts, messages or information through speech, visuals, signals, writing or behavior. It involves a sender transmitting a message to a receiver. Barriers like noise, language differences or selective perception can distort communication. Within organizations, communication can flow vertically between levels of management, horizontally between peers, or informally through the grapevine. Both verbal and nonverbal communication, as well as written, oral and electronic channels are used to exchange different types of messages and information formally and informally. Distortion of messages is common as communication passes through different people and levels in an organization. Strategies like encouraging feedback, using simple language and controlling communication flow can help improve effectiveness.
The document discusses the concept of strategy from multiple perspectives. It defines strategy as having four aspects: perspective, position, plan, and pattern. Strategy bridges high-level goals and tactics, and refers to thoughts and ideas that provide direction for actions. The document also discusses strategic management as keeping an organization aligned with its environment. It outlines the stages of strategic management as strategic analysis, strategy formulation, implementation, and control. Finally, it discusses the need for strategic human resource management and how HRM can contribute to competitive advantage and organizational performance.
This document provides an overview of talent acquisition. It defines talent acquisition as the process of attracting, finding, and selecting highly talented individuals to meet current and future employment needs. It explains that talent acquisition is important because having the right people in the right roles at the right time is critical for an organization's success and avoiding costs from bad hires. The document also outlines the key components of talent acquisition including employment branding, defining needs, sourcing candidates, selection, and pre-boarding new hires.
This document defines and provides examples of different types of contracts:
1. Valid contracts exist when all essential elements are present. Voidable contracts can be voided if consent was not free. Void contracts have no legal effect.
2. Contracts can be express (formed by words), implied (formed by actions), or quasi-contracts which the law recognizes under special circumstances like necessaries supplied.
3. Executed contracts are fully performed by both parties. Executory contracts still require performance of obligations by one or both parties.
The document summarizes recent amendments made to the Companies Act 2013 regarding various compliance requirements for companies. Key points include:
- Companies must file the ACTIVE form by April 26th 2019 or face penalties, with restrictions on certain filings if marked "ACTIVE-non-compliant".
- Introduction of rules for filing commencment of business declaration using Form INC-20A within 180 days of incorporation or face penalties.
- Increased penalties for non-compliance with provisions regarding annual returns, shareholder meetings, charge creation and other filings.
- Introduction of new forms like DPT-3 for deposit reporting and DIR-3 KYC for director updates.
This document provides an overview of companies and company law in India. It discusses the legislative backdrop of the Companies Act 1956 and key definitions. It describes the features of a company including registration, separate legal entity status, and limited liability. It also covers topics like types of companies, share capital, kinds of shares, debentures, meetings, and winding up of companies. Toward the end, it lists some of the largest public company bankruptcies that occurred in 2002 in the US.
The document discusses India's transition to the LPG (Liberalization, Privatization, Globalization) model of economic reforms in the early 1990s. It provides background on the economic challenges facing India at the time like high fiscal deficits and inflation. It then defines the three pillars of the LPG model - liberalization involved reducing restrictions on trade and business; privatization referred to selling state-owned enterprises to private owners; and globalization encouraged greater international integration and foreign investment. The document outlines some impacts and debates around India's adoption of the LPG model.
The document summarizes key aspects of negotiable instruments under the Negotiable Instruments Act of 1881 in India. It defines negotiable instruments as signed documents that promise a sum for payment. The three main types of negotiable instruments are promissory notes, bills of exchange, and cheques. Promissory notes contain an unconditional promise by the maker to pay a sum to the payee. Bills of exchange contain an order by the drawer directing the drawee to pay a sum to the payee. Cheques are a type of bill of exchange that is always drawn on a specified banker and payable on demand. The document outlines features and examples of each type of instrument. It also discusses parties to the instruments and distingu
This document provides information about the Consumer Protection Act 1986. Some key points:
- The Act was enacted to better protect consumer interests and applies to all of India except Jammu and Kashmir.
- A consumer is defined as any person who buys goods or avails services for consideration. Consideration can be fully or partially paid or promised.
- Goods or services bought for resale or commercial purposes are excluded from the definition of a consumer.
- The hierarchy of consumer forums is District Forum, State Commission, National Commission, and Supreme Court.
- Jurisdiction is determined by where the opposite party resides or carries business, or where the cause of action arises.
- Timelines are
The document discusses the business environment and its components. It defines the business environment as consisting of internal and external factors that influence a company.
The internal environment includes factors within a company's control like its values, management structure, and human resources. The external environment comprises the macroenvironment of demographic, economic, technological and other societal forces, as well as the microenvironment of customers, competitors, suppliers, and other organizations in direct contact with the company.
Understanding the business environment is important for companies to identify opportunities and threats, direct growth, and meet competition. Firms must monitor changes in the various environmental factors to adapt their strategies accordingly.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
2. Boston University Choose to Manage Program | 2
Effective hiring involves
predicting
the performance of
people
you don’t know.
3. Boston University Choose to Manage Program | 3
Objectives
• Outline the hiring process
• Develop interview questions that lead to a successful
hire
• Identify what questions you can and cannot ask
• Evaluate the applicant
• Provide tools to hire the best candidate
4. Boston University Choose to Manage Program | 4
STAGE ONE: RECRUITING
Identifying the Recruiting Process
Partnering with your HR Talent Acquisition Specialist (TAS)
Determining Recruitment Sources
5. Boston University Choose to Manage Program | 5
Understanding the Recruitment Process:
The Position Posting Process
Step Action
One Position is created and maintained in SAP
Two Position goes through Workflow (approval process)
Three Position is received in HR
Four Talent Acquisition Specialist (TAS) works with hiring
manager to develop posting and discusses recruitment
strategy
Five Position is posted on HR Careers website
Six Hiring manager will receive notification that the position
is posted
6. Boston University Choose to Manage Program | 6
The Hiring Process
Step Action
One Applicants apply
Two TAS reviews and forwards resumes to hiring manager
Three Interviews Candidate
Four Reference Checks completed
Five HR extends the offer and does background checks
Six Applicant is hired and onboarding begins
Boston University Talent Acquisition | 6
7. Boston University Choose to Manage Program | 7
BU Recruitment Sources
• HR website
• HERC (Higher Education Recruiting Consortium)
• Higher Ed Jobs
• Inside Higher Education
• Linked In (by request of manager or upon
recommendation of TAS)
• Most jobs are pulled automatically to Indeed, Simply
Hired and Glassdoor, as well as, some other aggregate
sites
• Other sites or publications are discussed with hiring
manager. Payment for these sites is by the
department
8. Boston University Choose to Manage Program | 8
Maximizing Posting Descriptions
• Use conventional job titles
• Keep abbreviations in mind
• Write job responsibilities using action verbs
• Include time and travel requirements
• Differentiate the requirements i.e. preferred skills,
required skills
• Consider the length of the job description
9. TALENT ACQUISITION STRATEGY AND
SYSTEM
Recommendations: Implement a state-of-the-art talent management
system
Address the full suite of talent management needs for varied constituencies in a
time frame that respects those needs
Strategic plan: Strategic interest in attracting and retaining talent
“The people are crafting new chapters of exploration, discovery, creation, and
engagement.”
University community has identified talent acquisition as their
highest priority and the first component of a talent management
system to implement
11. COMPREHENSIVE TALENT
MANAGEMENT SYSTEM
A talent management
system (TMS) is an
integrated software suite
that addresses the
“pillars” of talent
management:
• Recruitment
• Performance
management
• Learning and
development
• Compensation
management
• Succession planning
An applicant
tracking
system (ATS) is a
software
application that
enables the
electronic handling
of recruitment
needs.
12. Boston University Choose to Manage Program | 12
STAGE TWO: INTERVIEWING
Establishing job competencies (skills, behaviors and attitudes)
Reviewing candidate materials
Preparing questions
Interviewing the candidate
Boston University Talent Acquisition | 9
13. Boston University Choose to Manage Program | 13
Establishing Job Competencies
Boston University Talent Acquisition| 13
• Outcomes
- What do you want this person to accomplish?
• Skills
- What actual skills and knowledge must a person possess to
achieve the desired outcomes?
• Experience
- What experience is necessary?
- What experience is helpful, but not absolutely necessary?
• Organizational Alignment
- What does the specific environment of this position require?
- What personal characteristics are helpful in being successful
in this position?
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What to Look for in a Resume
Boston University Talent Acquisition | 14
• Signs of achievement
• Specific results
• Transferable skills and experiences
• Appropriate education and work background
• Continuity and duration of employment
• Gaps in time
• Unclear, incomplete or conflicting information
• Large numbers of relocation
• Job changes that do not indicate advancement
• Accuracy in spelling, grammar and format
15. Boston University Choose to Manage Program | 15
Types of Interview Questions
Boston University Talent Acquisition| 15
• Behavioral
• Situational
• Rapport Building
• Open-ended
• Closed
• Contrary evidence
16. Boston University Choose to Manage Program | 16
Ask for specific examples which show what the
candidate has done in the past and what he/she would
do in the future.
The single best predictor
of future behavior
is past behavior!
Behavioral interviewing
Boston University Talent Acquisition | 15
17. Boston University Choose to Manage Program | 17
Behavioral Interviewing
Boston University Talent Acquisition | 17
• A person’s past performance
• A person’s motivations, thought process, decision
making process, assessment of situations, problem-
solving skills, analytical skills and action taken
• Application of prior experience to future job-related
situations
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Example 1
Question
What are your strengths?
Answer
I think I’m a hard worker.
Behavioral
Tell me about a project that required you to put in some
extra effort to meet a deadline.
Boston University Talent Acquisition | 17
19. Boston University Choose to Manage Program | 19
ASK BEHAVIORAL QUESTIONS
“Tell me about a time when . . .”
you demonstrated the job criteria
we’re interested in.
Boston University Talent Acquisition | 18
20. Boston University Choose to Manage Program | 20
How to Start the Questions
Boston University Talent Acquisition | 20
• Tell me about a time when you exhibited ……
• Give me an example of a time when you had to ….
• Describe a situation in which….
• Describe a time when you had a particular difficult
situation with a customer and what you did to handle
that
• Tell me about a work situation where you had to….. and
what you did to do that
• Have you ever had to….? Tell me about…and how you
handled it
• Let’s say you encounter the following situation….how
would you deal with it?
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Use STAR to Ask a Behavioral Question
Boston University Talent Acquisition | 21
Situation/Task = The background or
context in which the person acted
Action = What the person did in the
situation
Result = The effects of the person’s
actions
ST
A
R
22. Boston University Choose to Manage Program | 22
Situational Interviewing Questions
Boston University Talent Acquisition | 22
• This is when the candidate may not have the actual
experience you are looking for
• You want to “see”:
- How the candidate would assess the situation
- Their thought process in resolving the situation
• If you were to develop a program for our department,
what would you do?
• You have multiple tasks to accomplish. How would
you prioritize the tasks?
23. Boston University Choose to Manage Program | 23
Effective Questioning Techniques
Boston University Talent Acquisition | 23
• Rapport building questions
- Do you think it will ever stop raining?
• Open-ended questions
- What do you like about your current job?
• Closed questions
- How many years have you worked in healthcare?
24. Boston University Choose to Manage Program | 24
Effective Questioning Techniques
Boston University Talent Acquisition | 24
• Contrary evidence questions
- You mentioned you work hard to build your customer
service team. Can you tell me about a time when it
didn’t work?
• Silence
- It’s okay. Take some time to think about it before you
answer.
25. Boston University Choose to Manage Program | 25
Interview Agenda
Boston University Talent Acquisition | 25
• Greet candidate
• Establish rapport
• Set agenda for the day
• Announce note-taking
• Prepare questions
• Probe to clarify
understanding
• Give candidate opportunity
to ask Questions
• Describe job & organization
• Ask for references that
verify job performance
• Describe interview process
(& highlight next steps)
• Escort candidate out
• Private Location, free from
interruptions
* Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico
26. Boston University Choose to Manage Program | 26
Take Notes
Boston University Talent Acquisition | 26
• Inform the candidate that you will take notes
• Write down positives and negatives
• Use key words and phrases to remember
• Code key facts with *
• After interview - evaluate behaviors
• Make sure your conclusions have supporting examples
27. Boston University Choose to Manage Program | 27
The Do’s of Interviewing
Boston University Talent Acquisition | 27
Do ask all candidates the same questions
Do use the Interview Guide
Do find out type of work environment/management
style candidate prefers
Do engage multiple members of current staff for
interviewing
What questions can you ask in an interview?
1. Would I ask all candidates this question?
2. Is it relevant to the job they will be performing?
3. Does it have the effect of being discriminatory?
28. Boston University Choose to Manage Program | 28
At the End of the Interview
Boston University Talent Acquisition | 28
• Review notes to see if you need any more information
• Provide an overview of position and role in organization
• DO NOT provide feedback that could be interpreted as
an implied promise of employment
• Verify that candidate is interested in position
• Elicit questions and provide answers
• Explain interview process and next steps
• Thank the candidate for coming
• Escort the candidate to the next interviewer
29. Boston University Choose to Manage Program | 29
STAGE THREE: SELECTION
Evaluating objectively
Checking References
Making the contingent job offer
Conducting the Background Check
Boston University Talent Acquisition | 28
30. Boston University Choose to Manage Program | 30
Evaluate Candidates
Boston University Talent Acquisition | 30
• Understand selection criteria in advance
• Complete assessment while interview is fresh in mind
• Assess candidate’s responses in all selection areas
• Compare to skill proficiency levels
• Base conclusions on facts, examples and observations
• Identify strengths and limitations in each area
• Note areas of weakness or weak data for discussion
• Participate in interview team discussion
* Adopted from “Selection Process: Sample How To’s and Tools for Success”
by HR Consultant Donna Angelico
31. Boston University Choose to Manage Program | 31
Staying Objective in Evaluating Candidates
Boston University Talent Acquisition | 31
• Central tendency
• Evaluator consistency
• First impressions
• Halo/Horn effect
• Leniency/severity
• Similar-to-me
32. Boston University Choose to Manage Program | 32
The Selection Process
Component Steps
Prepare the
job offer
• Notify Talent Acquisition Specialist when approaching a
finalist(s)
• If external candidate, Talent Acquisition will reach out to
schedule HR Interview
• Discuss details of the offer with your TAS and if applicable with
Business/Finance office i.e. salary expectations, start date, etc.
• Manager needs to complete the Position Offer Detail Form
Check
References
• Reference checks can be done by manager or TAS; part of TAS
Service Level Agreement
• Complete at least two external references
• If internal finalist, the finalist’s direct Supervisor must supply
you with a written reference, which should then be forwarded
to your Talent Acquisition Specialist
• Use Reference Check Form – a written summary must be sent to
HR
Boston University Talent Acquisition | 31
33. Boston University Choose to Manage Program | 33
The Selection Process
Component Steps
Make the
contingent job
offer
• Only Human Resources can extend an offer of employment
• The Contingent Offer is pending Background Check
• HR will submit the Background Check
Conduct
Background
Check
• Background checks must be conducted for all employees - may
take up to 2 weeks
• Certain positions may require CORI/SORI checks
• Plan accordingly!
• Finalist cannot start in the position until the background check
is completed and approved by HR
Boston University Talent Acquisition | 32
34. Boston University Choose to Manage Program | 34
If Candidate Doesn’t Accept the Position
Boston University Talent Acquisition | 34
Determine with Talent Acquisition Specialist:
• To offer the position to your #2 candidate
• Reassess the candidate pool and invite new people in
for interviews
• Reassess the job description
35. Boston University Choose to Manage Program | 35
If Candidate Accepts the Position
Boston University Talent Acquisition | 35
• Notify in person interview candidates that they were
not selected
• Send your Talent Acquisition Specialist:
• List of candidates you personally notified to prevent
duplicate communications
• EEO information for the position (gender and race) of
all those who were interviewed
• Contact new hire to welcome and confirm start date
• Prepare Onboarding process
- Communications: inform staff of the employee’s arrival
- Logistics: work space, office supplies, computer
equipment
- Plan or Schedule: training, first day activities
36. Boston University Choose to Manage Program | 36
STAGE FOUR: ONBOARDING
Preparing before the employee starts
University orientation
Department orientation
Boston University Talent Acquisition | 35
37. Boston University Choose to Manage Program | 37
Why is Onboarding Important?
Boston University Talent Acquisition | 37
Providing a welcoming, collegial, and professional
environment, as well as, the tools and resources is
necessary to ensure a new hire’s success at BU.
• Provides information about the university’s culture
• Covers compliance items such as policies and required
new hire paperwork
• Gives clarity to the position and performance
expectations
• Ensures a connection between colleagues, the
department and the university
38. Boston University Choose to Manage Program | 38
Stages of Onboarding
Boston University Talent Acquisition | 38
• Prior to employee’s arrival
• Inform staff of the employee’s arrival
• Set up and clean the new employee’s office space
• Work with IT to obtain and set up computer equipment
• Day One
• New Hire Orientation
• Tour of the building/office/facilities
• Check in with new hire to review work schedule, dress code,
office protocol
• Week One
• Introduce the new employee to staff
• Establish access to appropriate computing resources,
electronic files, copier, fax machines
• Review the position description
39. Boston University Choose to Manage Program | 39
New Hire
receives access
to Onboarding
portal for task
list, policies &
forms
New Hire sets
up login name
& Kerberos
password
New Hire
receives
invitation, once
hired into SAP
Onboarding System – Red Carpet
Boston University Talent Acquisition | 38